Strategic Initiatives
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As the draft goals, objectives and strategies were undergoing review by the UH Hilo Faculty Congress, the vice chancellor for academic affairs solicited initiatives for fulfilling the plan from the campus community. In May 2002, the resulting compilation of suggestions was announced to the campus. The many initiatives are evidence of a high degree of aspiration and energy that can be harnessed for university development. The current, complete list of potential initiatives may be found at the vice chancellor's website: www.uhh.hawaii.edu/~vcaa.
Although the document addresses a broad range of issues, including housing, student affairs, dis-tance learning, and resource development, most of the potential initiatives concern new academic programs and centers. The following have not yet been subject to the campus review process:
Potential Undergraduate Programs
- BBA Technology Management
- BBA Accounting
- BBA Sustainable Tourism
- BS Vet Technology
- BS Forestry and Natural Resource Management
- Certificate Program in Environmental Writing
- Certificate in Teaching English as a Second Language
- BA and BS Environmental Science/Studies
- BA Journalism
- BFA Studio Art
- BA Performing Arts
- BS Electronics and Information Engineering
- BA and/or certificate programs in Chinese, Filipino, Japanese, Spanish, other languages
Potential Post-Baccalaureate Programs
- Executive MBA
- MS Animal Science
- MS Plant Science
- MA in Indigenous Language and Culture Education
- MS Conservation Biology and Environmental Sciences
- MA Cultural Resource Management
- Alternative Teacher Education Program
- MA, PhD in Cross-Cultural Studies
- MA Social Work
- MPA
- MS Tropical Fisheries and Aquaculture
- PhD in Hawaiian and Indigenous Language and Culture Revitalization
- MS Observational Astronomy
- Pharmacy D
- Teacher Education Program in Special Education
Potential Research and Service Centers
- Joint UH Hilo-UH Manoa Center for Cross-Cultural and Diversity Studies
- Rural Health Science Center
- North Hawaii Education and Research Center
- Kalakaua Marine Laboratory in Puako
In the strategic planning process, we have been instructed to "dream big" and yet be realistic. If all the potential initiatives were to gain campus and system approval, the cost would break down to $12.6 million from the state, $26.4 million from grants, $65.4 million from donations, $ 0.8 million from income and $ 0.7 million from reallocations, for a total of $105.9 million in investment.
Of course, not all of this investment would be directed at new academic programs; the total figure also includes $60 million in donor funding for a housing-conference-commercial plaza near campus. However, it is important to note that new programs must be supported with resources. As it stands, our situation analysis suggests that UH Hilo is underfunded and can barely afford to sustain existing programs. New programs will require appropriate, stable, ongoing support.
The Strategic Plan's first strategy under Goal I is for UH Hilo to "establish a stronger process for approval of new programs.." It remains to us to develop and maintain campuswide processes for sifting, prioritizing, and balancing program initiatives to ensure that UH Hilo ultimately brings to the Board of Regents the best programs to fulfill our mission and strategic goals-those with all likelihood of delivering a high standard of quality and contributing meaningfully to the total UH system portfolio of programs.
With appropriate faculty, student and community input, we will ask ourselves the hard questions about each proposal, applying such criteria as:
- Hawai‘i's need for the program
- Demand for the program and enrollment projections
- Balance of revenues against costs
- Likely quality and outcomes
- Centrality to mission
- Integration with existing programs
- Special advantages afforded by our unique location.
Above all, the campus will evaluate every decision's effect on our core function-the provision of high quality educational experiences, mindful that our challenge is to serve the state with wider program offerings without compromising quality.
As these program initiatives are accepted or rejected in campus and system reviews, new proposals will cycle into the continuous process of innovation and renewal. With adequate campus processes and structures to ensure quality, we are confident that initiatives to fulfill all objectives of the Strategic Plan will greatly enhance the university's value to the region and state.